Survival strategies & techniques for designers in large organisations

Post on 22-Nov-2014

164 Views

Category:

Business

0 Downloads

Preview:

Click to see full reader

DESCRIPTION

As a designer, creative or user experience expert you may ask: Why do large organisations act in a certain way? What are the drivers for that? How do managers think? What does that mean for me as designer? How can I react on this? The presentation will give some answers to the questions above, some strategies for your basic decisions and techniques for the daily business. The presentation was held at the UX Camp 2014 in Berlin.

Transcript

SURVIVAL STRATEGIES & TECHNIQUES FOR

DESIGNERS IN LARGE ORGANISATIONS

Mark König, UX Camp Berlin, June 2014

2. UNDERSTAND

1. (WATCH � you did)

STRATEGIES

TECHNIQUES

3. LEARN & APPLY

UNDERSTAND

Commons?

IN COMMON?

ANNUAL

REPORT

(BALANCE

SHEET)

PROFIT &

LOSS

STATEMENT

MANAGERS THINK IN TIME SLICES

3 WAYS TO MAKE MONEY

AMOUNT PRICEX MONEY=

1 piece 10 million € 10 million €X =Luxury

approach

10 mn barrel 100 € / barrel 1 billion €X =Sheikh

approach

1 billion

call minutes1 ct / minute 10 million €X =

Masses

approach

MANAGER‘S INTERPRETATION

OF PLAIN DESIGN THINKING

TARGET

GROUPNEEDS CONCEPT …

Shareholder Value max.Stock course &

dividend

Boss /Mgr Bonus max.Max. individual

targets

„IWO“ – A BASIC THINKING

INPUT WONDER OUTPUT

Buy

Sources

Spend money

Rod & Worm

Work / create

Services

Spend money

Time

Sell

Products

Earn money

Fish

Buy

Sources

Spend money

Rod & Worm

IWO PRINCIPLES

INPUT WONDER OUTPUT

� Mini-max at same level will not work!

� Most companies do Maximum Principle at budget overall.

For this reason they do Minimum Principle at single orders.

Maximum

Principlefix / given manage MAX!

Minimum

Principle MIN! manage fix / given

Conclusions

STRATEGIES

CHOOSE YOUR ENVIRONMENT

* Take care to choose company in which specialists can become top level without becoming a manager (if

you are career oriented), e.g. IBM, agencies, … if you still want to work on real stuff later on.

In which INDU S TRY do you want to create?

Which CUS T OMERS does the company serve (B2B vs B2C)?

Which P R ODUCTS are created in which depth and value chain?

What is the TE A M constellation (organisation & reporting line)?

What SE T UP you will be involved in (collaboration & decision making)?

What BUD G ET is invested in experience and design?

How EXP E RIENCE and design are understood in the company?

What RESPONSIBILIT Y will you have now and in the future*?

CLARIFY GOVERNANCE FOR DESIGN

Purpose of Design:

Delivery versus Strategy?

Corporate guideline & decision

competence?

UX team: Must-use or optional?

Who decides on procurement?

Skills, pricing & effort

decisions?

Accountability & responsibility

for related functions, e.g. brand,

products, marketing, research

ACCOUNTABILITY RESPONSIBILITY

FAIRNESSTRANSPARENCY

VALUE PROPOSITION

Profile: Create your own „brand“ / in

the company: For what do you stand

for?

Deliver what you promise! May be

always a little more.

Do not say „yes“ to everything: Fight

relevant fights – in the meaning of

the company.

Surprise people e.g. with real content

and no ppt.

C-HARBOUR STRATEGY

Make UX a CEO topic?

Take care: Not sufficient!

Top managers change every

3-4 years. Example Telekom:

5 responsibles for innovation

in Executive Board between

2009 and 2014.

Management direction can

change from one day to

another.

Politics: Do not become part

of a manager’s deal.

BETTER CREATE A NETWORK

Identify relevant stakeholders & needs

Establish personal & valuable relation

Do little pleasures BUT don‘t do everything

LONGTERM TWO WAY APPROACH

Year 4Year 3Year 2Year 1 2016

� Strategy topics must be relevant on corporate level (e.g. corporate style guide)

� Must be mission critical for company‘s success (to be proven)

� Must be financed by the company (no cross-charging)

� Should be tangible for the whole company and for deciders

� Concentrate on top priority delivery

� Choose places to win

� Delivery shall partly x-finance also strategy or new future initiatives

Source of illustration: Deutsche Telekom Design

COMMUNICATION

Communicate what you do (also

your services) and the benefit of it

Create, claim & communicate

successes

Become owner of a trend / topic

Communicate internally as a

designer: create desire by using

videos & demos, mockups, etc.

Use externals in the right way

(press, blogs, social, …)

Participate in awards (even you

hate to do it) & communicate them

TECHNIQUES

CHOOSE

THE RIGHT

PEOPLE

Create definition of „right“

“Right” may not mean “like”

Created success earlier

OR convinces by brain /

intelligence

Trust your stomach

No compromises

AGREE EARLY WHO DECIDES WHAT

AGREE ON COMMON AMBITION & KPI

1,520 Ratings

3.8

Google Playstore

1,437 Ratings

Apple Appstore

4.5

Is this good or bad?

Depends on what

was planned, or?

DO NOT PLAN 100% OF YOUR TIME

Plan reserves for future development

Plan enough time to keep creativity

Plan time to organize yourself

Plan time to document & communicate

CRY ON CUTS

LEARN & SPEAK THE LANGUAGE

CAPEX

OPEX

GM1

TMN*

SAC

ARPUEBITDA

WACC

RoI

* little trap to identify people who claims to know everything: “TMN” stands for “this means nothing” ☺

ARGUE TEAM UP ESCALATE PUBLISH

SOLVE THINGS STRAIGHT & RIGHT

Be cautious: This step

can be understood as

not friendly.

The rational way. The emotional way. If you mean it serious

escalate together to

the next level. This is not a bad move in

large organisations.

INVEST & DE-INVEST OR

PLACE YOUR BETS RIGHT

CONTACT

XING https://www.xing.com/profile/Mark_Koenig

Linked In https://www.linkedin.com/pub/mark-k%C3%B6nig/0/286/424

top related